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The purpose of this paper is to provide a comprehensive framework that identifies thematic clusters and their interconnections within Global Talent Management (GTM), global careers and talent management (TM).

In this paper, this study conducted a co-citation analysis using bibliographic data to unveil the intellectual connections and relationships among thematic articles related to GTM sourced from the Web of Science.

This review highlights three key research themes: experiences working abroad, TM approaches and the complex nature of GTM as a living system.

The main limitation of this research is the sample itself. Content analysis based on the co-citation method resulted in some more recent releases being omitted.

The practical implications of the paper include providing a structured framework for understanding the complexities of GTM.

Research into the academic literature in this area is divided into various clusters, empirically demonstrating how GTM and global mobility are intertwined, revealing the need for us to more thoroughly comprehend the social ramifications of GTM practices and activities and the need to further analyse the influencing social aspects in a GTM strategy, like diversity, increased mobility and virtual reality.

The analysis revealed the emergence of three distinct thematic groups: (1) global work experiences, (2) TM approaches and (3) GTM.

The study conceptualises universities as “cities of flows” to examine the East-West University Partnership (EWUP) in China, which is a pioneering initiative of cross-regional university collaboration linking over 220 institutions across China since 2001. The study explores the strategic enhancement of connective and collaborative capacity of universities to facilitate diverse flows of talent, knowledge and other resources within the broader context of China's sustainable development in higher education.

The study employs a qualitative single-case study design to investigate the EWUP within its real-life context using participant observation and documentary research. As an analogical inquiry, the study merges the insider and outsider perspectives of the researchers to identify patterns between theoretical constructs and empirical evidence.

The EWUP as a policy entrepreneurship has significantly contributes to coordinated, inclusive and sustainable development. Its spatial dynamics consists of structural, temporal and collaborative dynamics. They are characterised by centrality, connectivity and adaptability which are generated through the interplay among the nodes, linkages and fields of influence within the EWUP network. These dynamics showcase EWUP as a novel approach to managing long-term university partnerships between more and less developed regions.

The study reimagines universities and higher education systems through vivid analogies of cities and transportation networks and elucidates connectivity as a pivotal dimension of sustainability. It advocates for reexamining spatial theories in higher education, deepens insights into the dynamics of cross-regional university partnerships in coordinating educational and territorial development, and enriches discussions on Higher Education for Sustainable Development (HESD).

Talent management is conducted to maximize an organization's overall performance and efficiency which helps to serve as a competitive advantage. Human resource management is a concept which includes human-related activities, but talent management is a strategy which helps to get new talent, develop their skill sets and provide better employee engagement and experience to retain the top potential employees in an organization. Improvement in recruiting and retention of a workforce results from a well-executed talent acquisition approach. In the 21st century, employee retention has become a primary concern for the organizations specially with work from home and hybrid models.

The workforce for tomorrow is going to be very different from what it has been. Technology is transforming the way people work within organizations. The workplace is rapidly evolving in terms of people and processes and is going through a lot of technological changes. The terminologies such as automation, artificial intelligence, augmented reality and block chain technologies are slowly becoming part of the workplace and everyday activities of the organization.

The challenges are many and especially post-pandemic organizations are going through some major changes such as a mindset shift of employees to take up more remote working opportunities, building virtual teams, increase in the gig economy workers (contractual workers) and a diverse workforce which makes it even more challenging for the organization to manage and retain talent.

The international mentoring literature predominantly features traditional company-assigned expatriates as protégés overlooking other types of global talent, such as immigrants, refugees, and international graduates, who may help organizations gain long-term IHRM competitive advantages. We integrate multidisciplinary research to better understand the role of mentoring as a global talent management tool, identify research gaps, and propose future research directions.

We draw on an integrative review of 71 academic journal articles published between 1999 and 2024 to explore the role of mentoring in managing global talent (i.e. expatriates, immigrants, refugees, and international students and graduates).

We found that research has identified and examined relationships between various antecedents and outcomes of mentoring but mainly treating mentoring as a talent development tool. Less is known about the role of mentoring as a recruitment and selection tool in the pre-employment context. Mentoring is an important HRM tool that contributes to managing a global talent pool and developing existing employees.

The review contributes to a better understanding of the characteristics and processes involved in mentoring in a global context by proposing a framework that incorporates antecedents of mentoring, characteristics of the mentoring process, and mentoring outcomes. It highlights the value of mentoring as a recruitment and selection tool supporting global talent management and identifies avenues for future research.

With the help of a quasi-natural experiment on Chinese policies, this study aims to understand the actual contribution of Smart City (SC) policies to the development of information and communications technology (ICT) in different cities. It also discusses the social and digital differences that such policies may generate, with a particular focus on the potential for exacerbating urban inequalities.

To achieve this, the study employs a principal component analysis (PCA) to develop an ICT development indicator system. It then employs a difference-in-differences (DID) model to analyze panel data from 209 Chinese cities over the period from 2007 to 2019, examining the impact of SC policies on ICT development across various urban settings.

Our findings show that SC policies have significantly contributed to the enhancement of ICT development, especially in ICT usage. However, SC policies may inadvertently reinforce developmental disparities among cities. Compared to less developed areas, the benefits of SC policies are more pronounced in economically booming cities. This is likely due to the agglomeration of the ICT industry and the strong allure of developed urban centers for high-caliber talent.

This study contributes to the related literature by explaining the role of SC policies in driving ICT development and by focusing on the often-overlooked impact of SC policies on urban inequality. These findings can provide guidance to policymakers on the need to recognize and address existing urban inequalities.

Wasta, the prevailing form of informal networks in the Arab region, exerts a significant controversial influence on organisations in this region. Despite the pervasive negative perceptions and alleged detrimental effects of Wasta, it remains a frequently employed practice. This research aims to comprehensively explore the influence of Wasta on organisational justice across organisations in the Arab world, with Jordanian organisations taken as an illustrative case.

Employing a qualitative approach, semi-structured interviews were conducted with 20 employees from various industries in Jordan.

The study reveals that Wasta significantly affects distributive, procedural and interactional justice within organisations, eliciting feelings of unfairness and hopelessness among employees.

This study recommends that HR departments focus on implementing ethical policies and standards to enhance transparency in organisational decision-making processes. By understanding and addressing the implications of Wasta, organisations can foster a more just and equitable workplace environment.

This study advances our understanding of informal network theories in the Arab world by highlighting the interconnectedness between Wasta and organisational justice, and its profound impact on the work environment and employees. This study also explains how Wasta directly influences decision-making processes, at high managerial levels.

International Entrepreneurs (IEs) increasingly cross borders to internationalize their activities, yet the various motives driving them into foreign markets are insufficiently understood vis-à-vis the public agencies striving to attract them. Our study proposes a consideration of their interplay by contrasting the various mobility rationales of IEs with those of the investment agencies striving to capture their talent.

Empirically, we concentrate on firms selected for funding in the French Tech Ticket, a competitive program designed to incentivize international start-ups to set up business in regional clusters across France. Using a longitudinal qualitative approach, we conducted two separate rounds of semi-structured interviews with IEs, public agency managers, and incubator staff members using thematic analysis of participant narratives on mobility.

Our findings point to diverging narratives on mobility, with an overarching opportunity-centrism on the part of the entrepreneurs and a general location-centrism emanating from the regional agencies. These contrasting visions of mobility are not mutually exclusive but rather present along a mobility continuum that generates contrasting logics.

Implications for policy and practice are provided for the investment agencies crafting policies and committing resources to attract mobile international entrepreneurs. While past IE mobility may correlate with the likelihood of present and future movement, our dual settler-explorer continuum model demonstrates that a binary separation of explorers and settlers is too simplistic: explorers may be subject to settler impulses and settlers can still be drawn to exploration and nomadism. We also provide insights for IEs seeking support in their international development and mobility and the particular advantages a given host economy can offer by identifying an overarching proximity-to-distance rationale for explorers, including the common “host-as-stopover” intermediary rationale.

We theorize this incommensurability as an expression of the current complexity of international mobility and policymaking, revealing a “next-frontier” expansionism in cross-border movement that requires more deliberate consideration.

This chapter explores genderwashing in the context of exclusive talent management (ETM) and defensive diversity management (DDM). It makes the counter intuitive argument that ETM is a misnomer in that it privileges maintenance of an organizational hierarchy based on social identity over the development of talent. Further, DDM is a genderwashing tool, enabling organizations to fend off criticism through symbolic diversity, equity, and inclusion (DEI) initiatives while enacting discourses that legitimate structures, practices, and norms that produce a status hierarchy based on social identities. A genderwashing perspective reveals this contradiction and spotlights the uncomfortable reality of workplace inequalities. It also shows that operating within boundaries set by the status quo renders DDM ineffective in removing the real career impediments faced by women and members of minoritized groups (MMG). A transformative diversity management (TDM) approach is needed to confront these realities and enable organizations to support the career aspirations of women and MMG.

The purpose of this paper is to present an empirical analysis, which consists of interviews with executive trainee programs of three international companies. The results of this analysis offer answers to questions currently being discussed in the corporate social responsibility (CSR) literature, namely, on the effects of CSR communication on top talent attraction.

The study uses structured interviews to analyze the communication perceptions and expectations of (n = 15) top talents when making employer decisions. It compares these with the expectations and intentions of HR managers responsible for programs and communications (n = 15).

The study found that HR managers only partially reflect top talents’ specific communication expectations. In addition to the program-specific CSR content, corporate communications have an overarching optimization potential in the communication mode and information architecture. It is particularly striking that future executives proactively seek CSR content in hiring and access corporate and brand communications for this purpose.

The study was conducted during the COVID-19 pandemic, which made a digital interview setting necessary and did not allow to react in detail on every physical signal. On top, the study has only 30 participants (15 HR/15 talents) from three different talent programs.

The study identifies practical, gender-specific and industry-specific implications for corporate communications regarding content and mode of communication. Companies should specify concrete measures for recruiting future executives, but they can also indicate efforts and first initiatives, thus setting a more decisive stage for an aspiration.

The study is characterized by its unique data set. Only a few companies have explicit programs for the development of future executives. The study also examines HR managers’ communication planning and expectations and future executives’ effective communication perceptions and perspectives.